By Jan Ulijn, Geert Duysters, Elise Meijer
ISBN-10: 1848443366
ISBN-13: 9781848443365
This detailed publication makes a speciality of the hyperlink among types of tradition (national, company, specialist) and the luck of strategic alliances, mergers and acquisitions. over the last a long time we've seen an important raise within the variety of strategic alliances, mergers and acquisitions. regardless of this proliferation many contemporary experiences have stated excessive failure charges. This failure is frequently attributed to cultural ameliorations among companions, which has resulted in a starting to be physique of literature at the topic. to this point, every one of these reports have enthusiastic about nationwide and company tradition, while this publication additionally locations specific emphasis at the significance of tradition on the expert point. The authors truly express that each one 3 degrees of tradition could have a profound impression upon the final word good fortune or failure of alliances, mergers and acquisitions. Researchers within the box of foreign enterprise, strategic administration, (and strategic alliances,) mergers and acquisitions will locate this publication to be of necessary curiosity. Managers in multinational enterprises and overseas company scholars also needs to now not be with no this significant source.
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Additional info for Strategic Alliances, Mergers and Acquisitions: The Influence of Culture on Successful Cooperation
Example text
Teng (1997), ‘Sustaining strategic alliances: options and guidelines’, Journal of General Management, 22 (4), 49–64. K. and B. Teng (1998), ‘Between trust and control: developing confidence in partner cooperation in alliances’, Academy of Management Review, 23, 491–512. K. and B. Teng (2000), ‘Instabilities of strategic alliances: an internal tensions perspective’, Organization Science, 11, 77–101. K. and B. Teng (2002), ‘The dynamics of alliance conditions in the alliance development process’, Journal of Management Studies, 39, 725–46.
This is the position taken by Kumar and Nti (2004). They operationalize this idea into a model that describes the process of how things can go wrong, or can be resolved, in an alliance. Their model has three main phases. First, one or more partners experiences a discrepancy in the process or outcome of interactions. Second, they make an attribution. Thirdly, they react to this attribution. This model is very well suited to explaining culture-bound processes, because it acknowledges that each alliance partner is unique in terms of what they will detect, to what they will attribute the discrepancy, and what action they will take.
When problems are detected at an Strategic alliances and culture in a globalizing world 19 earlier stage, potential conflict can be avoided, or even if a conflict were to have emerged it may not have escalated to any significant degree. By contrast, if problems are detected a little later, the detection may have occurred in the context of a perception of shared expectations, and any such problem may not only be more consequential, given the already undertaken commitments, but may also be more conflict-provoking, given that the alliance partners may not expect such problems to arise at this stage.